CII Exim Bank Excellent Award

AWARD & MODEL BROCHURE

SMALL AND MEDIUM BUSINESSESfor

CII-EXIM BANK AWARD

FOR

BUSINESS EXCELLENCE

Excellent Organisations achieve and

sustain superior levels of performance

that meet or exceed the expectations of

all their stakeholders

02 CII-EXIM BANK AWARD FOR BUSINESS EXCELLENCE

© CII 2012 The Confederation of Indian Industry (CII) intends to encourage the widespread use of this material within companies and other organisations. However, no part of this publication may be reproduced, stored in a retrieval system, or communicated in any form or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise), without prior written permission from CII.

The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the growth of industry in

India, partnering industry and government alike through advisory and consultative processes.

CII catalyses change by working on the four pillars, namely, advocacy with government on policy issues, facilitating global

reach for members through international networking, promoting excellence through sustainability, inclusiveness and social

consciousness among Indian Industry, and, enhancing competitiveness of Indian Industry.

While 'competitiveness' is a comparative concept of the ability and performance of a firm, industry sector or country to sell

and supply goods and/or services in a given market, 'excellence' refers to the outstanding practices in managing the

organisation and achieving results based on fundamental concepts. Truly excellent organisations are measured by their

ability to achieve and sustain outstanding results for their stakeholders.

To achieve outstanding results is hard enough – to sustain them in a world of increasing global competition, rapid

technological innovation, ever changing working processes and frequent movement in the economic, social and customer

environments is even harder. Some of the more important manifestations of these worldwide phenomena are being

increasingly experienced in the form of the need for Creativity and Innovation, Sustainability, Inclusiveness, Corporate

Governance, Organisational Agility, etc.

CII and the Export Import Bank of India have joined together, in 1994, for promoting excellence among Indian Industry

through the CII-EXIM Bank Award for Business Excellence. The Award is based on the internationally recognised EFQM

Excellence Model. This document, “Award & Model Brochure for Small and Medium Businesses”, has been developed by

CII to provide information to all concerned stakeholders on the details of the ‘CII-EXIM Bank Award programme & The

Excellence Model’.

Participating in the Award programme will benefit organisations in many ways, including,

Ÿ Providing an external perspective on the current status on the organisation's performance and practices

Ÿ Giving insight into organisational performance, beyond financial performance

Ÿ Measuring progress on the journey of excellence, and,

Ÿ Helping compare with best-in-class organisations

CII believes that organisations which will use the Excellence Model for internal improvements, and the CII-EXIM Bank

Award programme for external validation, will truly be enabled in refining and improving their practices and performance,

for achieving higher levels of excellence.

CII is a non-government, not-for-profit, industry led and industry managed organisation, playing a proactive role in India's

development process. Founded over 117 years ago, it is India's premier business association, with a direct membership of

over 7000 organisations from the private as well as public sectors, including SMEs and MNCs, and an indirect membership

of over 90,000 companies from around 250 national and regional sectoral associations.

CII-EXIM BANK AWARDFOR

BUSINESS EXCELLENCE

SMALL AND MEDIUM BUSINESSES

03AWARD & MODEL BROCHURE

04

The announcement of results will be made at the National Quality Summit. (Two Senior officials from all Applicant Organisations are eligible to attend the Quality Summit, as Special Invitees).

KEY DATES

30 April

15 June

15 September - 10 October

Final date for receipt of Application Form byCII Award Secretariate.

Final date for receipt of the Position Report byCII Award Secretariate.

Site visits, where applicable.

CII-EXIM BANK AWARD FOR BUSINESS EXCELLENCE

The trophy was designed for three specific facets of all that Excellence, an organisation, stands for.

The three columns represent the organisation's people, processes and performance.

The orb or globe at the apex represents the synergy of an organisation wherein all the elements are harmoniously integrated at its pinnacle.

The columns are polished, reflecting continuous effort the best mantra for excellence and competitiveness, resulting an agile organisation. The gold sheen is representative of nobility.

The polished granite base upon which everything rests symbolises the unflinching commitment of the leadership.

The trophy was specifically designed by National Institute of Design, Ahmedabad.

About the Trophy

Coveted.

CI I -EXIM BANK AWARD

FOR

BUSINESS EXCELLENCE

Aspired for.


CII Institute of Quality has been promoting the cause of Quality over the last two

decades through several initiatives. In the year 1994, Confederation of Indian

Industry and EXIM Bank of India jointly promoted the EFQM based Business

Excellence Model in India with an objective of enhancing the competitiveness of

Indian Industry, to world-class level. Since its inception, the CII- EXIM Bank Award

for Business Excellence has been encouraging the Indian Industry to strengthen their

management systems, practices and capabilities to enhance and sustain their

competitiveness and become world-class organisations. Several organisations both

from private and public sectors have adopted The Excellence Model as a framework

for the holistic management and greatly benefited by participating in the award

assessment process.

Small and Medium Business (SMB) organisations form the backbone of Indian

economy and play an important role in its socio economic growth. Besides being an

important entrepreneurial engine, they are the largest employment generator. Small

and Medium Business, either as suppliers to large OEM organisations or as providers

of products and services to the market place, have made a significant contribution in

this growth and adopted several good manufacturing and quality practices, such as

5S, ISO 9000, TS 16949, TPM, TPS etc to improve their productivity and

competitiveness.

However, to sustain the competitiveness in the highly competitive local and global

markets, SMB's need to develop their capability in other important areas of

management e.g., product development, strategic planning, financial management,

leadership and people. SMB organisations need to establish appropriate

management framework, with clear purpose to build this capability. The Excellence

Model provides a practical and holistic tool to achieve this objective.

I strongly urge the Small and Medium Business organisations to participate in the

award this year and get benefit of an external feedback for improvement and also an

opportunity for getting national recognition.

06

Foreword

N KumarChairmanCII Institute of QualityBangalore


Contents

1.0 About the Award

2.0 Need for a Model

3.0 The Fundamental Concepts of Excellence

4.0 The Excellence Model

4.1 Overview

4.2 Assessment Guidelines

4.3 Model Criteria

5.0 RADAR

5.1 RADAR Tool – Enablers

5.2 RADAR Tool – Results

6.0 Frequently Asked Questions

7.0 Eligibility Criteria

8.0 How to apply for the Award

9.0 Award Assessment Process

10.0 Levels of Recognition

11.0 Winners so far

12.0 Acknowledgment

13.0 Further Support

14.0 Fee and Cost

15.0 Application Form for the Year

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Regardless of sector, size, structure or maturity, the The Award was formed to recognise and promote Excellence Model is a practical and holistic tool to improve sustainable success and to provide guidance to those the quality of management in all organisational aspects seeking to achieve it.enable organisations effectively address all the

This is realised through a set of three integrated challenges. mentioned above. The model can be used in a components:number of ways:

l The Fundamental Concepts of Excellence: The l As a structure for the organisation's management underlying principles which are the essential systemfoundation of achieving sustainable excellence for

l As a tool for Self-Assessment by measuring where they any organisation.are on the path to excellence; helping them

l The Excellence Model: A framework to help understand the gaps; and then stimulating solutions;organisations convert the Fundamental Concepts and

l As a framework for positioning existing initiatives, and RADAR logic into practice.identifying gaps;

l RADAR logic: A dynamic assessment framework and l As an assessment criteria for reward and recognition. powerful management tool that provides the

backbone to support an organisation as it addresses the challenges it must overcome if it is to realise its aspiration to achieve sustainable excellence.

l Provide and promote a holistic framework of management for Excellence

l Recognise outstanding Small and Medium Business organisations and present them as role models and encourage others to emulate

l Identifying and sharing best practices, performance and strategies

l Provide an external perspective to the organisations on their practices and performance through a comprehensive feedback report

The CII-EXIM Bank Award for Business Excellence has been instituted to achieve the following objectives:


1.0 About the Award

08

2.0 Need for a Model

Small and Medium Business organisations have several advantages due to their size and simplicity that makes them competitive. However, they also face several challenges to meet ever growing demands of competitive local and global markets.

Some of the common challenges irrespective of sector and location are as follows:

l How to manage their business in a more professional manner as they grow in size and complexities?

l How to integrate the operational and strategic management to build sustainable competitiveness and growth?

l How to assess the strengths of weaknesses of the organisation beyond financial and operational performance parameters and develop a road map for transformation?

l How to evaluate the effectiveness of various improvement initiatives and make appropriate interventions to achieve excellence?


3.0 The Fundamental Concepts of Excellence

Achieving Balanced Results Succeeding through People

Nurturing Creativity & Innovation

Adding Value for Customers

Building Partnerships

Leading with Vision,Inspiration & Integrity

Taking Responsibility for a Sustainable FutureManaging by Processes

Excellent organisations meet their Mission and progress Excellent organisations value their people and create a towards their Vision through planning and achieving a culture of empowerment for the balanced achievement of balanced set of results that meet both the short and long organisational and personal goals.term needs of their stakeholders and, where relevant, exceed them.

Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their

Excellent organisations know that customers are their stakeholders.primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations.

Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with amongst others, customers, society, key suppliers, Excellent organisations have leaders who shape the future educational bodies or Non-Governmental Organisations and make it happen, acting as role models for its values (NGOs).and ethics.

Excellent organisations embed within their culture an Excellent organisations are managed through structured ethical mindset, clear Values and the highest standards for and strategically aligned processes using fact-based organisational behavior, all of which enable them to strive decision making to create balanced and sustained results. for economic, social and ecological sustainability.


The Excellence Model is a non-prescriptive framework based on nine criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers'.

4.1 Overview

ENABLERS: It covers how the organisation achieves its and the robustness of key processes to assure sustainability planned results through leadership, strategy, people, of good performance based on the key strategic outcomes. partnerships & resources, and processes, products & The details of each of four criteria are described on Page 24 services following PDCA (Plan, Do, Check, Act) approach. to 31.The details of each of five criteria are described on Pages 14

MEASURING EXCELLENCE: The excellence of enablers to 23.and results is measured based on the PDCA approach. The

RESULTS: The results cover what the organisations are assessment guidelines are given in Pages 12 and 13. The achieving with respect to their key stakeholders. e.g., marks are given out of maximum 1000. The model above Customers, People, Society and Shareholders. The indicates maximum points for each criteria for the purpose organisation is assessed on the results with respect to of award assessment.satisfaction of key stakeholders based on their perceptions

Enablers 500 points (50%) Results 500 points (50%)

Leadership100 points

(10%)

People100 points

(10%)

Strategy100 points

(10%)

Processes,Products &

Services100 points (10%)

People Results100 points (10%)

Partnerships &Resources

100 points (10%)

Customer Results150 points

(15%)

Society Results100 points (10%)

Key Results150 points (15%)

Learning, Creativity and Innovation



© EFQM


The excellence in management is evaluated based on the principles of PDCA (Plan, Do, Check, Act).N

ote:

The following two tables are provided as guidance for applicant organisation to understand that the performances (results) and the practices (enablers) presented will be evaluated as per the points mentioned for “Results” and “Enablers” and score will be given for each criterion on the scale of “0 to 100”. The points on each criterion will be awarded as per the weightage given. Total points will be awarded out of maximum 1000 points..


Analysis of RESULTS

RELEVANCE AND USABILITY:

The results

§ Are consistent with business plans

§ Are in line with needs and expectations of relevant stakeholders

§ Are appropriately segmented, timely and accurate

§ Measure all relevant practices for planning and execution using relevant indicator(s)

§ Cover all relevant performance parameters for now and future

12

PERFORMANCE:

The results

§ Show positive trends or sustained good performance

§ Have appropriate targets for Key Results. If yes, are the targets achieved

§ Are favourable with external comparisons

§ Show linkages to practices to ensure sustainability



The excellence in management is evaluated based on the principles of PDCA (Plan, Do, Check, Act).

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Analysis of ENABLERS

13

APPROACH

§ Is having a clear purpose

§ Is stakeholder based

§ Supports the business plans and other approaches as appropriate

§ Is systematic, measurable, flexible,and innovative

§ Incorporates improvements, as appropriate

DEPLOYMENT

Approach:

§ Is implemented in all potential areas across the organisation

§ Is implemented to its full potential/capability

§ Is systematic, flexible as appropriate and carried out in a planned manner

ASSESSMENT & REFINEMENT

Approach and its deployment:

§ Is measured for efficiency and effectiveness regularly

§ Provides learning opportunities and external comparisons

§ Is improved based on outputs from learning & creativity and performance measure



4.3 Model Criteria 1. LEADERSHIP 100 points

Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation.

l Leaders develop the Mission, Vision, Values, and ethics and act as role models.

l Leaders define, monitor, review and drive the improvement of the organisation's management system and performance.

l Leaders engage with external stakeholders.

l Leaders reinforce a culture of excellence with the organisation's people.

l Leaders ensure that the organisation is flexible and manages change effectively.

This criterion deals with the visible and demonstrated behaviour of the senior officers to influence the behavior of others in the organisation. This behaviour of senior officers is expected to manifest in five aspects of leading the organisations like inspirational leadership, institution building, external networking, internal networking and change management. Leaders need to be ethical, be able to anticipate and react to changes in a timely manner and manage them effectively.

Definition:

Briefly describe the Leadership practices covering: teams, suggestion schemes, waste elimination, 5S, process re-engineering etc? How employees are

l How CEO and other managers involve themselves in encouraged to come out with new ideas and ways of setting and communicating their core purpose, long- thinking and innovation?term direction, organisational policies and guidelines

l How CEO and other managers encourage suppliers on ethical behavior, quality, environment, safety, and other stakeholders to suggest new and innovative organisational management and structure, finance, ideas, ways and means to improve products, services, health etc?processes and systems?

l How CEO and other managers involve themselves in l How CEO and other managers involve themselves with developing and reviewing quality, environment and

organisations' customers, suppliers and other external other management systems like ISO 9000, ISO 14000, stakeholders. How customer and supplier visit, business planning, budgeting, finance management, interactions, meetings are planned? Who all meet the performance management etc? customers and suppliers? What are the issues covered

l How CEO and other managers involve themselves in in the interactions? How customers and suppliers are developing improvement initiatives like quality circles, rewarded and recognized? small group activity, cross functional teams, kaizen



4.3 Model Criteria l How CEO and other managers involve themselves with

their local industry associations, welfare associations, and local authorities? How these interactions are planned? Who all interact and what are the issues addressed?

l How CEO and other managers reward and recognize their people? How CEO and other managers support, encourage , motivate and inspire people for good ideas, achievements, suggestions etc?

l How CEO and other managers involve themselves in planning, financing, executing and managing organisation wide major improvement activities like TQM, TPM, Six Sigma, Lean, Cluster Activity, and QMS?

l How CEO and other senior managers use available facts, data and information, previous experience and consider the impact of their decisions?

l How CEO and other managers make their organisations adopt major changes to the ways of working effectively with speed?

Ÿ While describing the practices, you may give information on the above points, as relevant to your business. Very briefly, describe who all are involved, when and how often, the manner in which it is implemented, and the improvements made during last 3 years.

Ÿ A practice followed by the organisation may cover several points mentioned above and each point need not be answered separately. It may also have linkages with the points mentioned in other criteria. You may give the cross references of the relevant practices and results described in other criteria and avoid rewriting the same.N

ote:



4.3 Model Criteria 2. STRATEGY 100 points

Policies, plans, objectives, and processes are developed and deployed to deliver the strategy.

l Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.

l Strategy is based on understanding internal performance and capabilities.

l Strategy and supporting policies are developed, reviewed and updated.

l Strategy and supporting policies are communicated, implemented and monitored.

This criterion deals with how organisations plan and shape their future based on the needs and expectations of their customers, suppliers, collaborators, employees and other interested parties. While doing so organisations also fully understand their internal capabilities and make factual choices with respect to their future. Organisations prepare themselves for unforeseen eventualities and need for appropriate mid course corrections. Organisations also develop a common understanding on the areas crucial to their business and communicate the same to all key personnel concerned.

Definition: Excellent Organisations implement their Mission and Vision by developing a stakeholder focused strategy.

Briefly describe the Practices relating to strategy formulation covering:

relevant benchmarks to understand relative strengths and areas for improvement?

l How the organisation develops and prepares its l How the organisation gathers and collects inputs and annual, medium (2-3 years) and long term (3-5 years) information regarding customers, people, suppliers, plans and define the Key Results? How the outputs community and investors' present and future needs and from the analysis and understanding of the data and expectations?information gathered by the organisation, as described

l How the organisation reviews, analyses and draws above is used in the development, review and meaningful interpretation from the data, figures and improvement of business plans?results covering operational performance parameters

l How the organisation sets the targets relating to like productivity, quality, delivery, cost and use it for innovation and improvement based on previous levels developing its business plans?of achievement?

l How the organisation gathers, understands and uses l How the organisation communicates the plans/goals, information about their competitors, products,

sets targets and aligns individual and team objectives processes, supplier capabilities, technology and market at different levels? How customers, suppliers and data performance in the business planning? How partners are informed about the plans?strengths and weaknesses, relative to competitors, are

understood? How their performance is compared with



4.3 Model Criteria

l How does the organisation address the impact of its products and operations on the natural resources in its business plans?

l How the organisation reviews the implementation of its annual, medium and long term plans? How the plans are modified or updated, as needed?

l What reporting mechanism is used by the organisation to track the execution of its business plans?


Ÿ A practice followed by the organisation may cover several points mentioned above and each point need not be answered separately. It may also have linkages with the points mentioned in other criteria. You may give the cross references of the relevant practices and results described in other criteria and avoid rewriting the same. N

ote:



4.3 Model Criteria 3. PEOPLE 100 points

of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates the people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.

l People plans support the organisation's strategy.

l People knowledge and capabilities are developed.

l People are aligned, involved and empowered.

l People communicate effectively throughout the organisation.

l People are rewarded, recognized and cared for.

This criterion deals with how an organisation develops its human resource, policies, strategies and action plans. This criterion also deals with how an organisation plans and implements its recruitment, manpower planning, training, skill building and other human resource related activities. The criterion also covers matters relating to employee benefits, communication, feedback, learning opportunities, best practices, rewards, recognitions, safety and other related aspects.

Definition: Excellent organisations value their people and create a culture that allows the mutually beneficial achievement

Briefly describe Practices relating to People covering: l How the organisation plans, prepares and provides training to their people including on the job training to

l How the organisation plans and prepares people meet these skill requirements?related policies, programmes and action plans for

l How the organisation develops, encourages and recruitment, training, compensation, career supports its people to take decisions, address problems progression etc?and work with higher sense of responsibility and

l How the organisation involves, gathers and accountability?understands their people's views and uses it for

l How the organisation enables and encourages people improving their policies, programmes and action plan?to suggest, give ideas, experiment new ways and

l How the organisation understands what skills are methods of processing, production, assuring quality, required now and what skills the people already have resolving complaints, equipment maintenance, and what skills will be required in next few years to housekeeping, automation, product development etc?achieve organisation goals?



4.3 Model Criteria l How the organisation collects, compiles, displays,

communicates and shares best methods, examples, achievements, new methods of operations with its people for example, kaizens, pictures, boards, shop floor discussions, charts, library etc?

l How the organisation ensures work-life balance for their employees?

l How the organisation discusses, shares any operational, financial, or any other related issues and problems with and among its people?

l How the organisation rewards and recognizes its people, managers, contract workers, senior executives for good work, good results, ideas, suggestions etc?

l How the organisation plans, prepares and implements people related benefits like incentives, facilities, and health schemes?

l How the organisation encourages, supports and implements activities relating to safety, health, environmental etc for creating awareness and taking care of its people?


Ÿ A practice followed by the organisation may cover several points mentioned above and each point need not be answered separately. It may also have linkages with the points mentioned in other criteria. You may give the cross references of the relevant practices and results described in other criteria and avoid rewriting the same.

Ÿ People include all those working on regular, part time or on contract/casual basis.

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4.3 Model Criteria 4. PARTNERSHIPS AND RESOURCES 100 points

support strategy and the effective operation of processes. They ensure that they effectively manage their environmental and societal impact.

l Partners and suppliers are managed for sustainable benefits.

l Finances are managed to secure sustained success.

l Buildings, equipment, materials and natural resources are managed in a sustainable way.

l Technology is managed to support the delivery of strategy.

l Information and knowledge are managed to support effective decision making and to build the organisational capability.

This criterion deals with how organisations plan, procure, maintain, improve and utilise its key assets like finances, equipment, infrastructure, materials, natural resources and IT hardware to support its day to day operations and execution of annual and long term plans. This criterion also deals with how organisations manage and acquire basic and business subject related critical know how. It also relates to matters concerning supplier/vendor selection, prioritising and building long-term relationships, developing and improving suppliers and partners as appropriate, as well as information and knowledge aspects to fully support their business and achieve long-term benefits.

Definition: Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to

Briefly describe Practices relating to Partnerships and Resources covering:

l How the organisation manages its equipment, machinery and utilities, its building and other physical infrastructure for effective utilisation and conserve

l How the organisation identifies its important suppliers natural resources? For e.g., 5S, SMED, TPM, and partners and develop them? What are the practices Preventive Maintenance?to monitor their performance, provide feedback, to

l How the organisation manages and reduces the involve them in joint improvement projects etc., for long inventory and wastages through out its supply chain term mutual benefits?(suppliers, in plant, in transit, sales & distribution and

l How the organisation monitors and reviews budgets, customer end)?fund utilisation, costs, statutory compliances, input prices and their impact on business etc?

l How the organisation understands, plans, decides and implements activities relating to finances and funds, budgeting, investments for expansions and new facilities, auditing and reporting? In doing so, is continued success the objective?



4.3 Model Criteria l How the organisation acquires, absorbs, implements

and improves know how and technology in all areas of its work? e.g., product development, production, sales & marketing, servicing, HR, finance & accounts etc. How the know how is managed to support the organisation's business plans?

l How the organisation understands, plans and provides information and knowledge to its people, customers and suppliers? e.g., Facilities like IT hardware, software, tools like ERP, SAP, BaaN, Oracle etc.? How the data, information and knowledge are managed to facilitate effective decision making at various levels in the organisation?



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4.3 Model Criteria 5. PROCESSES, PRODUCTS AND SERVICES 100 points

value for customers and other stakeholders.

l Processes are designed and managed to optimise stakeholder value.

l Products and services are developed to create optimum value for customers.

l Products and services are effectively promoted and marketed.

l Products and services are produced, delivered and managed.

l Customer relationships are managed and enhanced.

This criterion deals with how organisations plan, design and establish an effective and efficient process management system that enables them to improve their ability to provide its customers products and services better than their competitors. The criterion also deals with how organisations plan, implement and effectively manage process improvements and changes. The criterion also deals with matters relating to product design and development, marketing, promoting and selling of products and services, producing and building quality in products and services, procuring of materials and delivering products and services, as appropriate, to its customers. Further, the criterion also deals with interacting and engaging with its customers to know their needs and expectations, gather and use their ideas, joint improvement programmes, complaint handling and other related aspects.

Definition: Excellent organisations design, manage and improve processes, products and services to generate increasing

Briefly describe Practices relating to Processes, Products and Services covering:

l How the organisation identifies new business opportunities and develops ideas for new products and services, for its existing and new customers/markets?

l How the organisation plans, develops and manages its l How the organisation identifies, plans, and develops management, operational and other support

new products and implements product modifications? processes? Who are involved in their implementation? How customers and suppliers are involved in this How performance measures and targets are set for process?control and improvement?

l How the organisation identifies the uniqueness of its l How the organisation identifies, plans and implements processes, products and services, including the improvements in its processes through use of tools like balancing of the needs of different stakeholders, in waste elimination, six sigma, problem solving methods, comparison with competition and leverages effectively TPM, Lean, ISO 9000, TS 16949, ISO 14000 etc?for market positioning, targeting customers etc.?



4.3 Model Criteria l How the organisation manages and compares with

competitors its operational activities, such as:

l Pre-production activities: e.g., Production planning and scheduling, procuring, tooling etc.

l Production activities: e.g., production, quality assurance, calibration etc.

l Post-production activities: e.g., deliver y, installation, after sales service etc.

l How the organisation plans, meets, visits and interacts with its customers, distributors, and retailers, as applicable to address their day-to-day requirements? What issues, problems and concerns are addressed? How the ideas and outcomes of these meets and interactions are used for product and process improvements?

l How the organisation measures customer satisfaction? Also how experiences of customers are monitored and reviewed? How complaints are captured and resolved? How the organisation uses the information on customer satisfaction, field failures and complaints for learning and improvement?



Ÿ Customers include OEMs, and end users, as applicable.

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4.3 Model Criteria 6. CUSTOMER RESULTS 150 points

l Develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on needs and expectations of their customers.

l Set clear targets for key results based on the needs and expectations of their customers, in line with their chosen strategy.

l Demonstrate positive or sustained good customer results over at least 3 years.

l Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes.

l Anticipate future performance and results.

l Understand how the key results they achieve compare to similar organisations and use this data, where relevant, for target setting.

l Segment results to understand the experience, needs and expectations of specific customer groups.

This criterion deals with levels of achievement with parameters selected and tracked by the organisation to monitor, understand, predict and improve the performance of the Organisation and to understand the impact of these parameters on the customer's perceptions. The criterion also deals with levels of achievement with respect to customer's experiences and perceptions about organisation’s performance.

Definition: Excellent organisations

Briefly describe the results organisation is achieving with respect to its customers. The customers include OEM, and end users, as applicable.

l Perceptions of Customers about organisation's products, services and image

l New Customers added/Customers lost

The customer results to be provided may cover the l Duration of relationship across customer portfoliofollowing parameters, as appropriate and any additional

parameters that the organisation may be tracking. The l Effective recommendationsperceptions of customers could be gathered as

appropriate through surveys, interviews, interactions etc.l New and/or Lost business

l Awards/Recognition/Accolades by the Customersl Defect, Error and rejection rates for new/ongoing

products (Customer site, field)l Performance Ratings given by the Customer



4.3 Model Criteria l Delivery performance, premium freight paid

l Number of product improvements

l New products launched

l Customer Line stoppages

l Customer Complaint resolution time

l Number of Complaints, Repeat Complaints, Warranty Claims

Ÿ The figures, data and numbers may be provided, along with targets, comparisons, as line graphs, bar charts or tables covering last three years. The feedback received from the customers through vendor ratings, audits, perception surveys and/or visits to be provided along with the analysis and action taken.

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4.3 Model Criteria 7. PEOPLE RESULTS 100 points

l Develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on needs and expectations of their people.

l Set clear targets for key results based on the needs and expectations of their people, in line with their chosen strategy.

l Demonstrate positive or sustained good people results over at least 3 years.




l Segment results to understand the experience, needs and expectations of specific groups within their organisation.

This criterion deals with levels of achievement with internal parameters selected and tracked by the organisation to monitor, understand, predict and improve the performance of the organisation and to understand the impact of these parameters on the employee's perceptions. The criterion also deals with levels of achievement with respect to employee's perceptions about organisation’s performance.


Briefly describe the results organisation is achieving with respect to its people. The people include managerial, supervisory and non-supervisory staff. Appropriate result parameters should be provided for the part time and casual employees.

l People Satisfaction on the parameters important to them. e.g., Work Environment, Training and Development, Communication, Involvement, Career Progression, Fairness, Leadership, Reward and Recognition etc.

l Skills Available Vs. Requirements (Functional & The people results to be provided may cover the following Headcount)parameters, as appropriate and any additional

parameters that the organisation may be tracking. It l Employee Productivity Improvementincludes the results of People satisfaction gathered, as

appropriate through personal interactions, interviews with l External Awards and Recognitions

people representatives and or feedback through surveys.



4.3 Model Criteria l Number of suggestions, muda elimination, kaizens per

employee per year

l Number of improvement teams (Quality Circles, Small Group Activity etc.)

l Training Man Hours per Employee per Year

l Individual & Team recognitions and awards

l Measurable benefits of Improvement activities

l Absenteeism

l Accident rates and their severity

l Grievances, Man hours lost due to employee unrest

l Staff turnover

l Complaints/grievance on the accuracy and timelines of administrative and accounts services e.g., payments, leave records, appraisals etc

Ÿ Data, figures and results relating to the above parameters may be provided, along with targets, comparisons, for the last three years, in form of line graphs, tables, charts etc.

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4.3 Model Criteria 8. SOCIETY RESULTS 100 points

l Develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their societal and ecological strategy and related policies, based on the needs and expectations of the relevant external stakeholders.

l Set clear targets for key results based on the needs and expectations of their external stakeholders, in line with their chosen strategy.

l Demonstrate positive or sustained good society results over at least 3 years.




l Segment results to understand the experience, needs and expectations of specific stakeholders within society.

This criterion deals with levels of achievement with internal parameters selected and tracked by the organisation to monitor, understand, predict and improve the performance of the organisation and to understand the impact of these parameters on the society perceptions. The criterion also deals with levels of achievement with respect to society perceptions about


Briefly describe the results organisation is achieving with respect to society.

l Media coverage on contribution to community welfare

l Benefits to community e.g., education, health, economic well being and social equityThe results to be provided may cover the following

parameters, as appropriate and any additional l Savings due to Reduce, Recycle, and Reuse of parameters that the organisation may be tracking. It could

resourcesalso cover data received as feedback from Society, through meetings, interactions, newspaper articles,

l Certification of ISO 14000, ISO 18000, OHSAScitations, media etc.

l Import/export performancel Accolades and awards from the Government and or Social organisations



4.3 Model Criteria l Reduction in Health risks and accidents (relating to

community)

l Reduction in Noise

l Hazards (safety)

l Reduction in pollution, toxic emission and other hazards

l Efficient usage of utilities, natural resources e.g., gases, water, electricity

l Disposal of scrap, garbage

Ÿ Data, figures and results relating to the above parameters may be provided, along with targets, comparisons, for the last three years, in form of line graphs, tables, charts etc.

Not

e:



4.3 Model Criteria 9. KEY RESULTS 150 points

l Develop and agree a set of key financial and non-financial results to determine the successful deployment of their strategy, based on the needs and expectations of their key stakeholders.

l Set clear targets for key results based on the needs and expectations of their key stakeholders, in line with their chosen strategy.

l Demonstrate positive or sustained good key results over at least 3 years.




l Segment results to understand the performance levels and strategic outcomes achieved within specific areas of the organisation.

This criterion deals with levels of achievement with internal parameters selected and tracked by the organisation to monitor, understand, predict and improve the performance of the organisation and to understand the impact of these parameters on the strategic outcomes.


Briefly describe Key Results for the last three years. l Volumes

l Percentage of revenue from new products and The results to be provided may cover the following businessesparameters, as appropriate and any additional

parameters that the organisation may be tracking.l Time to introduce new products

l Total Revenue/Turnover/Export (if any)l Process performance (quality, cost, cycle times)

l Profitability Investment and asset related informationl Cash flow

l Budgetary Performance (performance against the budgets)

l Percentage of business share with key customers



4.3 Model Criteria l Working Capital/Turnover

l Customer Outstanding

l Inventory levels (raw materials, work in progress, finished items)

l Value added per employee

l Value added per total employee cost

l Floor space utilization

l Supplier performance (quality, delivery, price, joint improvements)

l Internal resources:

1. Equipments and Materials (defect rates, scrap generation, equipment availability, utilisation, yields, changeover times)

2. Technology, Information & Knowledge (product improvements, new products, new technologies introduced, no. of work stations added, usage of IT infrastructure, IPRs if any)

Ÿ Data, figures and results relating to the above parameters may be provided, along with targets, comparisons, for the last three years, in form of line graphs, tables, charts etcN

ote:



5.0 RADAR

5.1 RADAR Tool – Enablers

Approach

0% 25% 50% 75% 100%

Has a clear rationale and is based on stakeholder needs

Supports business plans and is linked to other approaches

Has a systematic process, is measurable, flexible and innovative

Incorporates improvements, as appropriate

No evidenceor anecdotal

Some evidence Evidence Clear evidenceComprehensive

evidence

Deployment

0% 25% 50% 75% 100%


Implemented in¼ of relevant areas

Implemented in¾ of relevant areas

Implemented in½ of relevant areas

Implemented inall relevant areas

TOTAL for Approach 0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

TOTAL for Deployment 0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

TOTAL for Assessment and Refinement

OVER ALL TOTAL 0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

Approach is implemented in all potential areas

Approach is implemented to its full potential / capacity

Approach is carried out in a systematic and planned manner

Approach has ability to manage changes

Elements Score Attributes


0% 25% 50% 75% 100%


Some evidence Evidence Clear evidenceComprehensive

evidence

Approach and its deployment are regularly measured for efficiency and effectiveness

Internal and external learnings are used

Approach and deployment are improved based on learning & creativity and performance


Assessmentand

Refinement

Anecdotal Basic Competitive Advanced World Class

© EFQM

AWARD & MODEL BROCHURE 33

5.0 RADAR

5.2 RADAR Tool – Results

Comparisons:

No Comparisons or anecdotal

information

Established, favourable and appropriate comparisons for all Key Results

Established, favourable and appropriate

Comparisons for about ¼ of Key Results


Comparisons for about ½ of Key Results


comparisons for about ¾ of Key Results

Comparisons are available for Key Results

Comparisons are appropriate

Comparisons are favourable

Targets:

No Targets or anecdotal

information

Set, appropriate andachieved for

all Key Results

Set, appropriate and achieved for about ½ of Key Results

Set, appropriate and achieved for about ¾ of Key Results

Targets are set for Key Results

Targets are achieved

Targets are appropriate

Trends:

No Results oranecdotal

information

Positive trends and/or sustained good

performance for about ¼ of results over at least 3 years


performance for all results over at least 3 years


performance for about ½ of results over at least 3 years


performance for about ¾ of results over at least 3 years

Show positive trends or sutained good performance

Have appropriate targets for Key Results. If yes, are the targets achieved

Are favourable with external comparisons

Show linkage s to practices to ensure sustainability


Elements

Relevanceand

Usability

0% 25% 50% 75% 100%

Relevance notestablished or

anecdotalinformation

Results presentedand relevence

established for about ¼of the areas involved

Results presentedand relevanceestablished for about ½ of the areas involved

Results presentedand relevanceestablished for about ¾ of the areas involved

Results are consistent with business plans

Are in line with needs and expectations of relevant s takeholders

Results are appropriately segmented, timely and accurate

Results measure all relevant practices for planning and execution using relevant indicator (s)

Results cover all relevant performance parameters for now and future

0% 25% 50% 75% 100%

TOTAL for Relevance and Usability 0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

Causes:No confidence

on causes/anecdotal

information

Enabling effect visible for all results and

comprehensive evidencethat performance will

be sustained

TOTAL for Performance

OVER ALL TOTAL

Enabling effect visible for about ¼ of results

and some evidence that performance will

be sustained

Enabling effect visible for about ½ of results

and evidence that performance will

be sustained

Enabling effect visible for a bout ¾ results

and clear evidence that performance will

be sustained

0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

0 5 10 40 45 50 55 60 65 70 75 80 85 90 95 10015 20 25 30 35

Results are caused by approach

Performance

Appropriate and achieved for about ¼ of Key Results

Score Attributes

Results presentedand relevanceestablished for

all of the areas involved

Anecdotal Basic Competitive Advanced World Class


© EFQM

6.0 Frequently Asked Questions

Why was the Award established? How to apply?

Who can participate? What do you gain by participating?

Why should Small and Medium Business organisations participate?

What support is provided?

What are the Business Excellence related services?Why Excellence Model?

What are the Small and Medium Business specific Why Excellence approach? services?

The Award was established to promote Excellence as an The first step is to convey the intent to apply by completing increasingly critical component for competitiveness. and submitting the 'Application Form' to CII Institute of Besides recognition, it facilitates understanding of Quality. Thereafter, an Position report explaining practices elements vital for excellence like performance strategies followed and the results achieved should be submitted in and benefits accrued thereby. prescribed and easy to adopt format.

All Indian organisations are eligible to apply for the Award. Each participating organisation will receive a detailed The applicant must be actively in business at least for the feedback containing 'Strengths' and 'Opportunities for past three years. Improvement' based on the Award criteria. Selected

participants will receive recognition in line with Award norms.

Small and Medium Business organisations are confronted CII Institute of Quality offers training, counselling, with new set of challenges and concerns. There is a need assessment and advisory services on various areas to establish an appropriate management framework with including Business Excellence.a clear purpose and adopting a new approach to

effectively managing businesses.

Besides training, CII Institute of Quality offers to counsel and work with Small and Medium Business organisations The Model enables an organisation to establish a in action planning for improvement and undertaking Self common basis and thinking across all the functions and Assessment to attain higher levels of performance.allows an easy and effective positioning and integration of

existing improvement initiatives.

Excellence approach requires equal attention and focus Cll Institute of Quality also facilitates the formation of on performance and practice. Besides, it enables, looking clusters of Small and Medium Business organisations and beyond financial performance and establishing an overall assist those keen on pursuing a journey on Excellence, as a organisational focus. It also allows an easy integration of SMB specific initiative.organisational activities into a business management system.


7.0 Eligibility Criteria

All Indian organisations are eligible to apply for the Award. The Applicant must be actively engaged in business for at least three years.

For Award purposes, Small and Medium Business organisations means whole organisations with annual sales turnover of less than rupees one hundred crores.

Small and Medium Business organisations are grouped as follows:

Small and Medium Business organisations with annual sales turnover upto rupees ten crores

Small and Medium Business organisations with annual sales turnover more than rupees eleven crores and upto rupees twenty five crores

Small and Medium Business organisations with annual sales turnover more than rupees twenty six crores and upto rupees fifty crores

Small and Medium Business organisations with annual sales turnover more than rupees fifty one crores and upto rupees one hundred crores

Group A:

Group B:

Group C:

Group D:


It is expected that a minimum of Two Senior Management personnel of the Organisation should have undergone the ‘Two Day Workshop on Assessment for Business Excellence for Small & Medium Businesses’ prior to submission of the position report.

8.0 How to Apply for the Award

1. INSTRUCTIONS

No. of Locations :

- Organisation Structure - include or attach chart

- Statutory, regulatory requirements applicable - List Each Applicant is required to submit following details detailsabout its organisation in a report, not exceeding 30 pages

in total. This report should contain:- Collaborations, if any- List details

A. An Organisation Profile, describing the key facts - Certifications held - List detailsabout the organisation and its business

- Technologies -List main technologiesB. Organisation Performance ('Results') relating to its Customers, People, Society and Business

- Awards/Recognitions - List detailsPerformance

- Main Production/Delivery Processes - List detailsC. Organisation Practices ('Enablers') in place and improvements made to these practices, in order to

- Key Business Challenges - List detailsachieve the results

- IT Facilities - List detailsA. ORGANISATION PROFILE

- Any challenging or adverse business situations overcome successfully

1. Please provide a summary of up to three pages (maximum) of information about the organisation and your business. The summary may cover the 2. Please describe briefly the key improvement following, as applicable: methodologies followed

- Products/Services- Types, Categories, Numbers

- Customers - Main Customers/Customer segments, Share of Business

- Suppliers - Main Suppliers, Numbers

- Annual Sales - Domestic, Exports

- Distributors, if any - Numbers, Locations

- Competitors - Main Competitors

- People - Numbers, Managerial, Supervisory and Workers, Casuals



B. ORGANISATION PERFORMANCE (RESULTS) C. ORGANISATION PRACTICES (ENABLERS)

1. Applicants are required to present results achieved 1. Applicants are required to present a brief description with respect to Customers, People, Society and of the organisation practices addressing leadership, Business Performance; (refer pages 24 to 31) strategy, people management, partnerships and

process management; (refer pages 14 to 23)2. Results may be presented in the form of line graphs,

bar charts, tables, numbers, figures, data as 2. The description of the practices should relate to how appropriate the results with respect to customers, people, society

related and Key Business / Performance referred to 3. While presenting organisation performance on above are planned and implemented in line with their

customers, people, society and Key Business needs and expectations;/Performance related areas please list the parameters and present the trends along with, targets and 3. Applicants are required to briefly describe the comparisons where applicable for at least past three improvements and innovations made to the years. organisation practices during the course of their

implementation over last three to four years to 4. While presenting the results on Customers, People, achieve present and future requirements of their

Society related and Key Business / Performance please stakeholders. Please read carefully and consider the consider the definitions and explanations for these examples, illustrations provided under Organisation under section “ Model Criteria: (refer pages 24 to 31) Practices. Applicants may add additional practices Provide the data on the parameters relevant to your relevant for their business.business; the list is only for illustration. You may however, include additional parameters as 4. Also briefly describe how and at what time intervals appropriate for your business. do the CEO and other managers review the

effectiveness of organisation practices and make 5. While presenting results with respect to Customers, necessary changes.

People, Society related and Key Business /Performance,(refer pages 24 to 31) and give your 5. As appropriate, the applicants may provide the responses to the parameters listed in relevant sections. linkage between the practices and the results

achieved through cross references in relevant sections.




3. Position Report

3.1 Position Report should be:

§in type-script

§in English

§text in 11 point Arial font and figures in 9 point Arial narrow.

§numbered pages loosely-bound (spiral bound) (for ease of processing)

§a nominal size of 20 pages (sides) of A4 in total length (one side printing only). At any case, not more than 30 pages.

Note that this may include:

§Table of contents

§Organisational Profile

§Support material

§Glossary of terms

Further, any pages in excess of 30 submitted will not be taken into account in assessing the application.

Please leave the minimum margin on each page as per the details

Area forText andFigures

Binding Side

20 mm 15 mm

15 mm

20 mm

Paper Size A4

2. General Guidelines

6. All the sheets including the accompanying 1. Please read carefully the instructions before documents, placed in an orderly manner with completing the position report.references, may be loosely bound.

2. Five (5) Copies of the filled in position report are 7. Please read each section carefully and respond to required to be submitted to the CII-IQ Award

the points raised therein briefly.Secretariate.

8. Please describe the details in English, typescript, text 3. Each copy of the position report should not exceed in Arial point 11 and figures in 9 point Arial narrow. 30 pages including all the supporting documents.The pages may be numbered.

4. Each page of the position report should be of A4 size 9. While presenting the results and describing the only.

practices, the applicants may keep in view the relative weightages and importance of the different 5. Please include table of contents, glossary of terms Model Criteria so as not to exceed the limit of 30 and abbreviations for providing clarity.pages for total number of pages.

9.0 Award Assessment Process

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step8

Eligible Small and Medium Business organisations submit Application Form

Selection of Assessors

Submission of Position Report as per specified norms; Screening of the Report and Qualification

Combined Position Report Review, On-site Assessment and Scoring

Review of Feedback Report and Scores by Jury

Jury decides Award, Prize and Certificates to be Awarded

Feedback Report is sent to participating organisations

Follow up visit to participating organisations on request


10.0 Levels of Recognition


1.

There are four levels of recognition, starting from the commendation certificate for strong commitment and going up to the Award. These levels signify the various milestones, which the organisations can aim for as they progress on their journey towards excellence. Therefore, organisations at different levels of competitiveness can benefit from participating in the award process.

The Award criteria used for assessing the applications is based on the EFQM Excellence Model, and hence provides a mechanism to benchmark against world-class organisations, which are using TQM to drive Excellence.

CII-EXIM Bank Award for Business Excellence is presented to organisations judged to be 'Role Models'.

Prizes are awarded to organisations that demonstrate excellence in the management of Quality as their fundamental process for continuous improvement – the leaders in their respective category.

Organisations are commended which have made good progress on their journey towards Excellence, but fall short of the level set for Prize Winners. There are two levels of commendations:

Significant Achievement on the journey towards Excellence.

Strong Commitment to Excel on the journey towards Excellence. (This level is lower than the significant achievement level).

Apart from getting an opportunity for peer recognition, each company gets an external perspective on their practices and performance. A team of trained assessors with diverse and extensive experience assesses each applicant company. The assessors spend around 1000 man-hours to identify strengths and opportunities for improvement. A detailed feedback report is sent to all the applicant companies that gives an objective and comprehensive assessment of the current status of the organisation and forms a sound basis for developing organisation-wide consensus on strategy for reaching higher levels of competitiveness.

Levels of Recognition for Excellence

Award

Prize

Commendation forSignificant Achievement

Commendation forStrong Commitment to Excel

11.0 Winners so far

WINNERS 2010

41

NICCO Parks & Resorts Limited

Indelox Services Private Limited

Moonlight Engineering Company

Weir Minerals India Private Limited

Thinksoft Global Services Limited

Moolchand Medcity

Commendation for Strong Commitment to Excel

RECOGNITION RECIPIENTS

RECOGNITION RECIPIENTS

Commendation for Significant Achievement

WINNERS 2011CII - EXIM Bank Award for Business Excellence 2011Small and Medium Businesses

Humming Bird Corporate Travel and Stay Private Limited

Satish Injecto-Plast Private Limited

Shreekripa Enterprises

Wendt (India) Limited

Commendation for Significant Achievement

Moonlight Engineering Company

PSG Institute of Management

Commendation for Strong Commitment to Excel


12.0 Acknowledgement

42

Confederation of Indian Industry acknowledges the support

and co-operation extended by the EFQM for

institutionalizing CII-EXIM Bank Award for Business

Excellence. The support includes providing training on the

Model, guidance for administrative practices to administer

the Award and permission for printing of Award Application

Brochure along with its copyright status in India.

The Award Secretariate thankfully acknowledges the

support extended by the Jurors, Senior Assessors, Assessors

and organisations supporting the Award administration

and their contribution in propagating Excellence in India

Inc.


13.0 Further Support

The following support services are available from the CII e) Counselling Services:Institute of Quality for understanding the requirements of

CII IQ Counsellors work with Small andthe Model, and to develop and implement improvement Medium Bus iness o rgan isa t ions in se l faction plan.a s s e s s m e n t a n d a c t i o n p l a n n i n g f o r

a) Workshop on the Excellence Model improvement.

b) Business Excellence Facilitators Workshop f) Cluster Services:

c) Workshop on Assessment for Excellence CII IQ also facilitates the formation of clustersof Small and Medium Business organisations

d) Training and Development Programmes: and assists those keen on pursuing a journeyfor Excellence.

Several training programmes are available onsystems, good management practices, toolsand techniques for performance improvement.

Please visit www.cii-iq.in for further details.

For details, please contact:

N. DeepDeputy DirectorAward Secretariate

Confederation of Indian IndustryCII Institute of Quality (Sponsored by ABB Ltd.)Near Bharat Nagara, 2nd Stage, Viswaneedham Post, Bangalore - 560 091

Tel : 080 - 2328 6085 / 9391 / 7690

Fax : 080 - 2328 9388 / 2358 0314

Mobile : +91 98453 53135

email: [email protected]

Website : www.cii-iq.in


14.0 Fee and Cost

The SMB organisations are required to pay the fees in Further, the SMB organisations have been classified under three stages. First, a nominal 'Application Fee' is payable at four groups, based on their annual sales turnover, for the time of submission of the Application Form, payment of application and site visit fees. The fee details demonstrating the intent to participate. In the second for the application and site visit for the four groups A, B,C stage, an additional 'Site Visit Fee' is payable, after the and D are as follows:Application is screened and the applicant qualifies for the 'Site Visit’. Third stage of payment involves the reimbursement of travel and accommodation expenses of the assessors at actuals, before they depart the site.

All payments to CII are to be made by crossed Demand Draft / Cheque (at par), in favour of “CII Institute of Quality”, payable at Bangalore.

44

Annual Sales / Revenue (Rs)

Upto 10 Cr

>11-25 Cr

>26-50 Cr

>51-100 Cr

Domestic Applicants (Rs)

10000 plus

15000 plus Service Tax



Service Tax

Group

A

B

C

D

Annual Sales / Revenue (Rs)

Upto 10 Cr

>11-25 Cr

>26-50 Cr

>51-100 Cr

Domestic Applicants (Rs)

50000




plus Service Tax

Group

A

B

C

D


1.0 Name of Applicant Organisation..........................................................................................................................................................

1.1 Address..........................................................................................................................................................

..........................................................................................................................................................

..........................................................................................................................................................

2.0 Name of the Contact Person..........................................................................................................................................................

2.1 Designation..........................................................................................................................................................

2.2 Telephone Mobile..........................................................................................................................................................

2.3 Fax..........................................................................................................................................................

2.4 Email..........................................................................................................................................................

2.5 Contact Address (if different from above)..........................................................................................................................................................

..........................................................................................................................................................

..........................................................................................................................................................3.0 Name of the Highest Ranking Official

..........................................................................................................................................................3.1 Designation

..........................................................................................................................................................3.2 Telephone Mobile

..........................................................................................................................................................3.3 Fax

..........................................................................................................................................................3.4 Email

..........................................................................................................................................................4.0 Products and Services offered

..........................................................................................................................................................

..........................................................................................................................................................4.1 Number of Locations/Sites

..........................................................................................................................................................4.2 Total number of Employees

..........................................................................................................................................................4.3 Annual Sales / Revenue (in Rs. Cr.)

..........................................................................................................................................................

4.4 Are you a member of CII:

CII-EXIM Bank Award for Business Excellence – Year _______

(Refer Page 35 for Eligibility Criteria)

Ap

pli

cati

on

Fo

rm


Mandatory (to be filled)

Address for correspondence

N. DeepDeputy DirectorAward Secretariate

Confederation of Indian IndustryCII Institute of Quality (Sponsored by ABB Ltd.)Near Bharat Nagara, 2nd Stage, Viswaneedham Post, Bangalore - 560 091

Tel : 080 - 2328 6085 / 9391 / 7690 Fax : 080 - 2328 9388 / 2358 0314

Mobile : +91 98453 53135

email: [email protected]

Website : www.cii-iq.in

46

I agree to share information on ‘Good Management Practices’ successfully implemented over the years, in my organisation, with the assessment teams, for sharing with other member organisations.

I agree, on behalf of my organisation, to abide by the rules of the CII-EXIM Bank Award for Business Excellence competition and accept that the decisions of the CII are final. I confirm that my organisation is eligible to take part in this competition and that all information in this application form is and accompanying position reports are correct. I accept the timetable, the non-disclosure and confidentiality clause and fee and cost structure.

Please find enclosed cheque/DD No. ............................ dated ....................... for Rs. .................................

(Rupees .................................................................................) drawn in favour of CII Institute of Quality,

payable at Bangalore.

Date _____________________ (Signature of Highest Ranking

The Time Table for the Year

Notes§ Attach this form duly filled and signed with the Position Report also. § The photocopy of this Application Form may be used wherever necessary.

Official & Company Seal)

30th April Final date for receipt of Application Form by the CII Award

15th June Final date for receipt of the Position Report by CII.

10th September - 10th October Site visits, where applicable.

Secretariate.


CII Institute of Quality

The Centre of Excellence in Bangalore, known as the CII Institute of Quality and

sponsored by ABB Limited, is spread over 4 acres of scenic land on the western outskirts

of the Garden City. The Institute of Quality is a modern piece of architecture blending

with environment in which it is located and engineered to make an eco- friendly building

The principal objective of the CII Institute of Quality is to enhance the competitiveness of

Indian Industry and all the key sectors of the economy, which impact on the country's

growth. The training programmes at the Institute addresses the needs of the

manufacturing sector, the service industry, the world of education and governance.


CII Institute of Quality (Sponsored by ABB Ltd)

Near Bharat Nagara, 2nd Stage, Magadi Main Road, Vishwaneedam Post, Bangalore 560 091

Ph : 080 - 2328 7690 / 9391 / 6085 Fax : 080 - 2328 9388, 2358 0314

Website: www.cii-iq.in

Documents

CII Exim Bank Excellent Award